The
High Cost of Old PerceptionsThe
Scenario:A major
financial services company wanted to expand its market
by introducing a new credit card. The organization's
leadership was heatedly split--introduce the card to current
card users or to new customers only. Traditional research
and analysis methods had provided inconclusive data.

Our
Assignment:Discover
the best course of action. Using our advanced research
and polling methodology, with a unique prescriptive feature,
the 'collective wisdom' of the marketplace was probed and
intelligence uncovered that had remained hidden to other
research methods. These findings were conclusive. Do not to
introduce the card to current customers. Negative consequences
will result.

The
Results:Despite
these findings, a decision was made to introduce the
card to current customers. This

A
Changing Aerospace MarketThe
Scenario:A
leading aerospace company was experiencing both the
benefits and challenges of substantial growth. The dramatic
shift in the business from a high cost, low volume,
handcrafted production to a high volume, low cost,
common products scenario was taxing the organization's methods
and procedures. A major re-engineering and associated
downsizing of the work force had also reduced trust to
an all-time low and senior leadership was divided into factions,
resulting in stove piping at all levels of the organization.

Our Assignment:Revitalize
the work force, rebuild confidence, and put in place
trust-based teaming and collaborative norms of behavior.
Our program was rolled out to 23 separate matrix and
program organizations, involving 2,300 people. It
included team development and strategic planning, on-site
coaching, 360-degree feedback, follow-up sessions,
productivity training, workbooks and computer support
programs, and the application of special survey methodologies.
Sessions included customers, suppliers and strategic
partners.

The Results:The
company's executive vice president reported that was
the first intervention that actually produced recognizable
and measurable change and, three years after its initiation,
the program continues to assist the company in maintaining
its leadership in this competitive industry.

Creating
a Single Culture After MergerThe
Scenario:Twelve
years after the merger of two multinationals, the
leadership realized that two divisions were still operating
as independent companies. The problem was magnified
by a separation of some 3,000 miles and different
corporate styles. Misunderstandings, turf issues, redundant
services, overlapping of responsibilities, a lack
of equitable resource sharing, and resistance to change
were present.